While nearly all industries are reporting lower salary increases for 2020 compared to last year, some industries are showing signs of recovery. We explain how different industries have been impacted and what they need to consider as they plan for 2021.
Published: September 2020
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Many firms have DEI programs that fall short of stated goals, partly because they often don’t track the right metrics — which is even more relevant as firms explore flexible working models. Here’s how to establish programs that produce meaningful, lasting change by examining a new way to look at pay equity, along with our framework and recent case study.
Ian Karcher, Associate Partner im Bereich Rewards Solutions bei Aon, sprach kürzlich mit Lulzim Gojani, Executive VP HR bei Multivac darüber, wie die Digitalisierung Human Resources in einer der führenden Firmen der Verpackungsindustrie verändert.
The effects of the COVID-19 pandemic are bringing about new compensation challenges for banks in Europe, further highlighting the importance of data to make informed decisions.
With immense economic challenges in today’s environment, here are three key steps to guide your year-end compensation plans, while preparing for continued uncertainty ahead.
Published: August 2020
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Is the removal of performance rating systems for financial services firms in the GCC a feasible solution? This article discusses resulting challenges and factors to consider.
Ian Karcher, associate partner in the Rewards Solutions practice at Aon, recently spoke with Thorsten Eger, head of HR in Switzerland at Johnson & Johnson, about how technology is transforming human resources at the pharmaceutical giant. The following is an edited transcript of their conversation.
During times of uncertainty, carefully reviewing your CEO pay decisions for the 2020 fiscal year is more important than ever before. This article offers a first look at key data points to help serve as a guide.
Although uncertain, there are several potential implications of the new SEC rules — from raising the importance of company statements in response to a proxy firm’s recommendations to a lag in proxy voting, resulting in less visibility of potential voting outcomes. In any case, effective shareholder communication will be more important than ever.
As the economy and businesses in the U.K. head towards COVID-19 recovery, many firms are reviewing their rewards strategies, including reassessing their approach to gender equality and pay gap reporting.
Companies in China are showing an improved outlook for growth in the second quarter of the year compared to the first quarter, as the COVID-19 pandemic became more contained. However, employee turnover and college recruitment remain much lower.
For many industries, the trend toward going virtual has greatly accelerated as a result of the COVID-19 pandemic, forcing firms to reevaluate the future of work — from having more diverse talent pools to addressing geographic pay differentials and increased competition. This Q&A offers insights and advice for successfully managing remote employees, while also exploring its direct impact on hiring decisions, diversity and pay.
ISS is collecting shareholder feedback on potential changes for its global voting policies in 2021. Here’s a summary of core topics and questions included.
Remote working will permanently transform the workforce culture. In the short term, however, rewards professionals need to consider changes to compensation plan design, including whether, when and how to implement geographic differentials to wages.
With many firms evaluating mid-cycle adjustments to pay given the business uncertainty, boards and executive compensation professionals must prepare now to make decisions on short- and long-term incentives. Learn about our framework for an integrated approach.
A holistic effort to assess and address commonly overlooked risk areas can help your firm reduce operational risks, save time and money, as well as focus on key areas for positive business impact and market perception.
Some companies, seeing a slightly improved business outlook, are lifting temporary pay reductions for senior leaders and broad-based employees. Here are the latest actions businesses have taken and what to consider when determining the right time to restore pay.
Published: July 2020
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There are many considerations when granting new awards in this environment — changing vehicles, selection of metrics and evaluating performance thresholds. Here’s what companies need to think through when determining when and how to execute upcoming grants.
La loi du 5 septembre 2018 « pour la liberté de choisir son avenir professionnel » et son décret d’application du 8 janvier 2019 ont fixé de nouvelles exigences en matière d’égalité salariale entre les femmes et les hommes. Pour réussir votre politique d'égalité salariale entre les femmes et les hommes, certains facteurs doivent être pris en compte.
Using our survey database, we tested several popular approaches for conducting pay equity analyses to determine which models yield more accurate and actionable insights to drive sustainable change.
Even before the COVID-19 pandemic, firms in Asia were adapting their workforce strategies to ensure a better position for the future of work. However, disruption from the crisis has caused many organizations to go back to the drawing board and reset their strategies.
Originally published in Bank Director, this article dives into the business challenges of the COVID-19 pandemic and resulting economic slowdown, and highlights key lessons and tips to consider.
Aon plc, a leading global professional services firm providing a broad range of risk, retirement, and health solutions, has released the list of Ward's 50® top-performing insurance companies for 2020, identifying U.S. companies that have achieved superior financial performance. Ward benchmarking is the leading operational and compensation benchmarking and best practices service for insurance companies.
During stock market volatility, many executives may find that they are no longer compliant with stock ownership guidelines. However, there are two design provisions you can add that will make ownership guidelines more resilient against an economic downturn.
CEO compensation is vastly different at public and private companies — from the total amount of pay to the way it’s structured. As both types of organizations increasingly compete for talent, understanding these differences is important to attract and retain executives.
Examining the role of board discretion in determining executive incentive payouts for Australian firms amid the COVID-19 pandemic and considerations for FY21 incentive plans.
As the world’s heightened focus on equality and fairness continues to grow, conducting pay equity analyses and implementing more transparent communications with employees over how their compensation is determined is becoming even more important. This Q&A offers insights into what’s new, what we have learned and where pay equity legislation is headed for firms across Europe.
During a recent webcast in Malaysia with Propay Partners, our experts discussed how business leaders are rethinking workforce models in the wake of a more virtual workforce.
Putting effort into benchmarking your firm’s pay against relevant industry peers will make long-term compensation planning more effective.
Published: June 2020
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The wave of companies operating in distress or under bankruptcy protection due to a global economic slowdown should consider rules and best practices for employee and executive pay.